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Dr. Al-Naimi advocates a service line philosophy where clinical departments are structured around medical staff administering a common objective to elicit a positive clinical outcome. The following examples demonstrate this principle: a comprehensive management of conditions that are related then grouped, such as hemorrhagic stroke; managing the care of maintaining the health of a particular segment of the population, such as men or women over 40; or around a certain process or procedure, such as endovascular embolization.

This belief is “champion” by our physician leadership collaboration efforts between medical house-staff and non-physicians, to oversee daily operations and manage the quality process improvement that result in positive clinical outcomes.

The benefits of this model include a greater degree of accountability for clinical outcomes, the ability to focus on specialized training for clinical staff, and a higher degree of motivation and collaboration among medical staff.

  • Our physician executive is responsible for evidence-based practices and protocols, clinical safety and effectiveness, quality process and metrics measures including related issues, audit electronic health records for accurate clinical documentation and integrity to demonstrate medical necessity as well as capture the business of medicine. This action will produce an accurate and timely reimbursement, and decrease appeals and claim denials.
  • We target your clinical resources toward the service line such as surgeons, nursing staff, and the non-clinical staff to support the service line.
  • Build strategic relationships across the entire community such as competitors, community stakeholders, employers, secondary schools, and institutions of higher learning.
  • Create the right technology strategy particularly an electronic health record that is certified by CMS.
  • Emphasize the organizations specific clinical strengths, control their costs, and manage the delivery and clinical outcomes.
  • To enhance the ability of health systems, hospitals, and community-based clinics to fully integrate delivery of care to attract a proper managed care contracts.
  • To complement the traditional role of the C-suite executive and mid-level management as well as linking them via continuum of responsibilities.
  • To advocate and promote key service lines that embraces new dynamics while keeping the focus on patient care.

Quality Process Improvement and Development
  • To increase efficiency, reduce variation in the process, eliminate waste and activities that have no value in order to reduce re-work.
  • To evaluate performance through analysis and systematic efforts to improve on performance using models such as: FADE, PDSA, Six Sigma (DMAIC), Continuous Quality Improvement (CQI), and Total Quality Management (TQM).
  • To reduce medical errors, morbidity and mortality.
  • To improve the process functions of a task so that the operation is more efficient and crises are better prevented.
  • Benefits are to improve patient services, clinical safety and effectiveness, and cost reductions.

Graduate Medical Education - Designated Institutional Official (DIO)
  • To manage the institutional GME accreditation process.
  • To be responsible for the daily administrative oversight of GME activities.
  • To transform the sponsoring institution into a “continue learning organization” that builds a culture of improvement using a systems approach that includes strategic planning, structured educational activities, and quality process.


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